agency problems and thus induces managers to adopt corporate policies and strategies that are advantageous to shareholders in the long run, such as promoting strong positive corporate culture. This view
Bt117,244mn following the economic environment and competition, offset by the significant increase in subscriber base with a net addition of 2.68mn. The strong net additions were driven by our strong
-term value of their assets. The evidence is everywhere, from the strong launch of the Shareholder-Director Exchange in 2013 to Glass Lewis & Co.’s purchase of Meetyl in late 2014—a technology platform
rising plus additional coverage of 5G in key area. The growing COVID-19 impact on economy is likely to be less pronounced to telecom spending which is relatively resilient in nature to the economic
rising plus additional coverage of 5G in key area. The growing COVID-19 impact on economy is likely to be less pronounced to telecom spending which is relatively resilient in nature to the economic
geographies. This performance reflects strong demand for our products, structurally higher margins and utilization rates, and the results of our long-term investment strategy. The business remains focused to
on this key step to safeguard the environment and spur sustainable national economic development. • Achievement of this goal is a testament to the strong leadership and commitment of the government and
purposes only. • Manulife IM has developed an in-house view on the materiality of certain ESG issues to specific industries (based on the SASB materiality framework) • A series of industry-specific ESG
to be a tough year for KCE. The Company experienced a number of challenges, such as the slowdown in the world automotive market that caused a delayed startup of new projects in the current year
THB 852mn in the same period last year to THB 1,077mn. The strong growth is driven by the robust performance across its Out-of-Home (“OOH”) business segments. REVENUE BREAKDOWN (THB MN) % Contribution